Tour Operations Sector Of The Travel Industry

Tour Operations Sector Of The Travel Industry The aim of this assignment is to investigate the tour operations sector of the travel and tourism industry, including the different types of operator, their products and services, the scale of the sector and how it has been affected by trends and developments. Learners will explore the stages involved in developing a package holiday and develop skills associated with determining a selling price for a holiday and the distribution methods used by tour operators to sell holidays. The travel industry predicts a continuing move away from packages towards independent travel coupled with Britains slow exit from the recession; tour operator bookings show that the desire to take holidays in 2010 is stronger than ever, as compared to December 2008 to March 2009. (Aito 2010) The demand for cheap deals are no longer the driving factor in tour operator bookings, consumers are now more concerned about customer service, and this is jumping ahead of price. Spain remains Britains favourite holiday destination. It is familiar to many, and easy to reach from across the UK on no-frills airlines. The Canaries Island for example is a bright spot for tour operators with a lot of new-build accommodation over the past decade and more all-inclusive than in other areas. The big two are increasingly branding major resort hotels for particular client types. The Gran Melia Palacio de Isora in Tenerife will be part of Thomsons flagship Sensatori resorts brand from May, offering luxury f or adults with an emphasis on spa treatments. First Choice is adding a new Holiday Village in Lanzarote at the Flamingo Beach hotel, offering families all-inclusive holidays in apartment-style accommodation. Specification of Assessment This assignment is in two parts Task 1 Covers Learning Outcome 1 and Learning Outcome 4 (LO1 and LO4) Task 2 Covers Learning Outcome 2 and Learning Outcome 3 (LO2 and LO3) TASK 1 You are required to write a report on Tour Operations in the 21st Century showing how the Industry has developed, the size, scale and complexities of tour operations today and to examine the implications of current trends and decision making on the industry. Within this task you are expected to address LO1 and LO4. (P1, P2, P9 and P10) Please read requirements 1 and 4 for this task. TASK 2 Within the Tour Operating Industry, you are required to develop and distribute a tour operator package, explain the stages of the product development, draw up timescales, prepare a package costing, evaluate and recommend distribution. Within this task you are expected to address LO2 and LO3. ( P3, P4, P5, P6, P7 and P8) Please read requirements 2 and 3 for this task. Requirement 1 -Investigate the tour operations sector of the travel and tourism industry Describe the tour operations sector of the travel and tourism industry Pass P1 1.2 Explain the effects of current and recent trends and developments on the tour operations Sector of the travel and tourism industry Pass P2 Desmonstrate creative thinking for tour operations current, recent trends and future developments discussed in Q.1.2 Distinction D3 Requirement 2 Explore the stages involved in developing packages 2.1 Describe the stages and timescales involved in developing the holiday package Pass P3 2.2 Explain the suitability of different methods of contracting for different components of the Package holiday and different types of tour operator Pass P4 Determine a selling price for a package holiday from given information Pass P5 Identify and apply strategies in developing a package holiday to a particular destination as discussed in Q.3.1 Merit M1 Present and communicate appropriate findings as required in Question 3.3 Merit M3 Requirement 3 Review the role of Brochures Methods of Distribution used to sell Package Holidays Explain the planning decisions taken for a specified brochure Pass P6 Explain the suitability of alternatives to a traditional brochure for different types of tour operator Pass P7 3.3 Explain the suitability of different methods of distribution used to sell a holiday for different Types of tour operator Pass P8 Use critical reflection and Evaluate the different types of tour operations and different methods of Distribution used to sell holidays and justify conclusions as discussed in Question 4.3 Distinction D1 Requirement 4- Examine strategic and tactical decision making for tour operators 4.1 Explain the strategic decisions made by different types of tour operator Pass P9 4.2 Explain the tactical decisions that could be taken by a specified tour operator in different Situations Pass P10 Apply methods and techniques used by different types of tour operators to make strategic decisions discussed in Question 2.1. Merit M2 4.4 How to take responsibility for managing and organising activities to explicate the deliberate decision that could be taken by a specified tour operator in different situations discussed in Question 2.2 Distinction D2 Plagiarism and Collusion Any act of plagiarism and collusion will be seriously dealt with according to the regulations. In this context the definition and scope of plagiarism are presented below: Using the work of others without acknowledging source of information or inspiration. Even if the words are changed or sentences are put in different order, the result is still plagiarism. (Cortell 2003) Extension and Late Submission Collusion describes as the submission of work produced in collaboration for an assignment based on the assessment of individual work. When one person shares his/her work with others who submit part of all of it as their own work. If you need an extension for a valid reason, you must request one using a coursework extension request form available from the college. Please note that the lecturers do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick. Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: 1 Investigate the tour operations sector of the travel and tourism industry 1.1 Describe the tour operations sector of the travel and tourism industry 1.2 Explain the effects of current and recent trends and developments on the tour operations Sector of the travel and tourism industry 2 Explore the stages involved in developing packages 2.1 Describe the stages and timescales involved in developing the holiday package 2.2 Explain the suitability of different methods of contracting for different components of the Package holiday and different types of tour operator 2.3 Determine a selling price for a package holiday from given information 3 Review the role of brochures and methods of distribution used to sell package holidays 3.1 Explain the planning decisions taken for a specified brochure 3.2 Explain the planning decisions taken for a specified brochure 3.3 Explain the suitability of different methods of distribution used to sell a holiday for different Types of tour operator 4 Examine strategic and tactical decision making for tour operators 4.1 Explain the strategic decisions made by different types of tour operator 4.2 Explain the tactical decisions that could be taken by a specified tour operator in different situations Note: All outcomes must be met for a pass Merit Descriptor Distinction Descriptor M1: Identify and apply strategies to find appropriate solutions. D1: Use critical reflection to evaluate own work and justify valid conclusions. M2: Select/design and apply appropriate methods/ techniques. D2: Take responsibility for managing and organizing activities. M3: Present and communicate appropriate findings. D3: Demonstrate convergent/lateral/creative thinking. Achievement of a Pass grade A pass grade is achieved by meeting all the requirements defined in the assessment criteria for each individual unit. Achievement of a merit or distinction grade All the assessment criteria and merit grade descriptors need to be completed within a unit to achieve a merit grade. All the assessment criteria merit and distinction grade descriptors must be completed within a unit to achieve a distinction grade. Suggested Support Materials Books Holloway J C The Business of Tourism (Longman, 1999) Bull A The Economics of Travel and Tourism (Longman, 1998) Laws E Managing Packaged Tourism (International Thomson Business Press, 1997) Middleton, Victor T C and Clarke J Marketing in Travel and Tourism, Third edition (Butterworth-Heinemann, 2001) Yale P The Business of Tour Operations (Longman, 2000) Further reading ABTA/AITO Code of Conduct ABTA Handbook ABTA Information Bureau Holiday Statistics CAA document number 221, 384 International Passenger Survey Package Travel Regulations Travel Trade Gazette Travel Weekly Websites Websites www.abtanet.com Association of British Travel Agents www.aito.co.uk Association of Independent Tour Operators www.caa.co.uk Civil Aviation Authority www.firstchoiceplc.co.uk First Choice Holidays www.fto.co.uk Federation of Tour Operators www.mytravelgroup.com My Travel Group www.thomascook.com Thomas Cook www.tui.com TUI ASSESSMENT FEEDBACK SHEET GUILDHALL COLLEGE Programme: BTEC Higher National Diploma (HND) in Travel Tourism Management Unit Number and Title: Unit 15 Tour Operations Management Unit Level: H1 Assignment Ref Number: 15.1.1 Tour Operations Management Module Tutor: Margaret Amankwah Email: [emailprotected] Date Set: 22/March/2010 Learner Name: à ¢Ã¢â€š ¬Ã‚ ¦. Learner ID: Information/feedback on assessment and grading criteria Assessment Criteria (Pass-P) Achieved Evidence Feedback Remarks P1Describe the tour operations sector of the travel and tourism industry Yes/No P2 explain the effects of current and recent trends and developments on the tour operations sector of the travel and tourism industry Yes/No P3 Describe the stages and timescales involved in developing the holiday package Yes/No P4 explain the suitability of different methods of contracting for different components of the package holiday and different types of tour operator Yes/No P5 determine a selling price for a package holiday from given information Yes/No P6 explain the planning decisions taken for a specified brochure Yes/No P7 explain the suitability of alternatives to a traditional brochure for different types of tour operator Yes/No P8 Explain the suitability of different methods of distribution used to sell a holiday for different types of tour operator Yes/No P9 Explain the strategic decisions made by different types of tour operator Yes/No P10 explain the tactical decisions that could be taken by a specified tour operator in different situations Yes/No Grading criteria (Merit-M; Destination-D) Achieved Evidence Feedback Remarks M1 Identify and apply strategies to find appropriate solutions. Yes/No M2 Select/design and apply appropriate methods /techniques. Yes/No M3 Present and communicate appropriate findings Yes/No D1 Use critical reflection to evaluate own work and justify valid conclusions. Yes/No D2 Take responsibility for managing and organizing activities. Yes/No D3 Demonstrate convergent/lateral/creative thinking. Yes/No Assessors general comments: Assessors Signature à ¢Ã¢â€š ¬Ã‚ ¦Date à ¢Ã¢â€š ¬Ã‚ ¦. Print Name: à ¢Ã¢â€š ¬Ã‚ ¦..Resubmission Date.. Learners comments: Signature à ¢Ã¢â€š ¬Ã‚ ¦ Date à ¢Ã¢â€š ¬Ã‚ ¦ Print Name: à ¢Ã¢â€š ¬Ã‚ ¦ Feedback of this coursework will normally be given to students four weeks after the submission of an assignment.

Individual Assignment Two Essay

The popularity of Southwestern University’s football program under its new coach, Bo Pitterno, surged in each of the 5 years since his arrival at the Stephenville, Texas, college. With a football stadium close to maxing out at 54,000 seats and a vocal coach pushing for a new stadium, SWU president Joel Wisner faced some difficult decisions. After a phenomenal upset victory over its archrival, the University of Texas, at the homecoming game in the fall, Dr. Wisner was not as happy as one would think. Instead of ecstatic alumni, students, and faculty, all Wisner heard were complaints. â€Å"The lines at the concession stands were too long†; â€Å"Parking was harder to find and farther away than in the old days† (that is, before the team won regularly); â€Å"Seats weren’t comfortable†; â€Å"Traffic was backed up halfway to Dallas†; and on and on. â€Å"A college president just can’t win†, muttered Wisner to himself. At his staff meeting the following Monday, Wisner turned to his VP of administration, Leslie Gardner. â€Å"I wish you would take care of these football complaints, Leslie†, he said. â€Å"See what the real problems are and let me know how you’ve resolved them†. Gardner wasn’t surprised at the request. â€Å"I’ve already got a handle on it, Joel†, she replied. â€Å"We’ve been randomly surveying 50 fans per game for the past year to see what’s on their minds. It’s all part of my campus-wide TQM effort. Let me tally things up and I’ll get back to you in a week†. When she returned to her office, Gardner pulled out the file her assistant had compiled (see the following table). â€Å"There’s a lot of information here†, she thought. Questions: 1. Using at least two different quality tools, analyze the data and present your conclusions. 2.  How could the survey have been more useful? 3.  What is the next step? Fan Satisfaction Survey Results (N = 250) Rochester Manufacturing Corporation (RMC) is considering moving some of its production from traditionally numerically control machines to a flexible machining system (FMS). Its numerical control machines have been operating in a high variety, low volume intermittent manner. Machine utilization, as near as it can be determine, is about 10%. The machine tool sales persons and a consulting firm want to put the machines together in a FMS. They believe that a $3,000,000.00 expenditure on machinery and the transfer machines will handle about 30% of RMC’s work. There will, of course, be a transition and start up cost in addition to this. The firm has not yet entered all its parts into a comprehensive group technology system, but believes that the 30% is a good estimate of products suitable for the FMS. This 30% should fit very nicely a â€Å"family†. A reduction, because of higher utilization, should take place in the number of pieces of machinery. The firm should be able to go from 15 to about 4 machines, and personnel should go from 15 to perhaps as low as 3. Similarly, floor space reduction will go from 20,000 square feet to about 6,000. Throughput of order should also improve with this family of parts being processed in 1 to 2 days rather than 7 to 10 days. Inventory reduction is estimated to yield a one-time $750,000 savings and annual labor savings should be in the neighborhood of $300,000.00. Although the projections all look very positive, an analysis of the project’s return on investment showed it to be between 10% and 15% per year. The company has traditionally had an expectation that projects should yield well over 15% and have payback periods of substantially less than 5 years. Questions: 1.  As the production manager for RMC, what would u recommend? And why? 2.  Prepare a case by a conservative plant manager for maintaining the status quo until the returns are more obvious 3.  Prepare the case for an optimistic sales manager that you should move ahead with the FMS now. ACM is an electronics component manufacturer that has been located in Singapore since 1991, supplying original equipment manufacturers (OEMs) with quality components. In the past several years, ACM has experienced increasing pressure from other manufacturers located in other countries. In Singapore, while labor remains quite inexpensive, there has been a relatively steady increase in labor costs. In addition, utility costs – most notably water and energy costs – have led the firm to contemplate moving operations elsewhere in Asia in an attempt to make the firm more competitive. ACM remains profitable, but margins have shrunk, and management is interested in ensuring that the firm remains competitive in the medium term to long term against other component manufacturers. A team of senior management has formed a committee to reach a decision regarding possible relocation. The committee has identified two additional locations as possible candidates for relocation: Hong Kong (People’s Republic of China [PRC]) and Kuching (Malaysia). Hong Kong’s main attractions stem from the fact that since 1997, when its sovereignty was transferred back to the PRC, labor costs have decreased as access to labor has increased. Hong Kong enjoys a large seaport and very good transportation infrastructure, and this is important in moving in raw materials and moving out finished components  to customers. Senior management believes that an increasing number of OEMs will move to the PRC in the next several years, as has been the case in the past decade. This will only increase the attractiveness of locating the manufacturing facility in Hong Kong. Kuching is located in the Malaysian province of Sarawak, on the island of Borneo. It is the fourth-largest city in Malaysia and home to a population of around 650,000. Several points make Kuching attractive to the relocation committee. First, locating here would give access to natural resources and other production inputs. Second, the transportation infrastructure is good, and the city hosts a deep sea port for moving raw materials in and finished good out. That said, the port is not as large or accessible as those of Hong Kong or Singapore, and several committee members have expressed concern about the frequency of ship visits to Kuching. If the port does not receive regular service from container ships, transportation costs to ship components to OEMs will doubtlessly stable and inexpensive in Malaysia. The committee has contracted the government of Singapore to elicit possible incentives to not relocate to another country. Singapore is offering a five-year exemption on taxes for ACM if the plant remains in Singapore. The government will also assist by partially subsidizing labor, water, and energy costs for five years. Committee members realize that the Singapore plant, which has been operating for years, has already been amortized, and opening a new plant would require additional capital costs. That said, opening a new factory would also provide an opportunity to upgrade production equipment to more productive and energy-efficient alternatives. Questions: 1.  What advantages and disadvantages does each potential location offer? 2.  What other relevant factors that are not mentioned in this case study might play a role in this decision? 3.  Why is transportation infrastructure so important in this decision? 4.  This is a long-term, strategic decision; what factors might change in the next 10 to 20 years? How will this influence the decision? 5.  Which alternative would you recommend, under which circumstances?† Henry Coupe, the manager of a metropolitan branch office of the state department of motor vehicles, attempted to perform an analysis of the driver’s license renewal operations. Several steps were to be performed in the process. After examining the license renewal process, he identified the steps and associated times required to perform each step as shown in the following table. State Automobile License Renewals Process Times Step 1. Review renewal application for correctness 2. Process and record payment 3. Check file for violations and restrictions 4. Conduct eye test 5. Photograph applicant 6. Issue temporary license Average Time to Perform (seconds) 15 30 60 40 20 30 Coupe found that each step was assigned to a different person. Each application was a separate process in the sequence shown below. Coupe determined that his office should be prepared to accommodate the maximum demand of processing 120 renewal applicants per hour. He observed that the work was unevenly divided among the clerks, and the clerk who was responsible for checking violations tended to shortcut her task to keep up with the other clerks. Long lines built up during the maximum demand periods. Coupe also found that the Steps 1 to 4 were handled by general clerks who were each paid $12 per hour. Step 5 was performed by a photographer paid $16 per hour. (Branch offices were charged $10 per hour for each camera to perform photography.) Step 6, issuing temporary licenses, was required by state policy to be handled by uniformed motor vehicle officers. Officers were paid $18 per hour, but could be assigned to any job except photography. A review of the jobs indicated that Step 1, reviewing the application for correctness, had to be performed before any other step could be taken. Similarly, Step 6, issuing temporary licenses, could not be performed until all the other steps were completed. Henry Coupe was under severe pressure to increase productivity and reduce costs, but he was also told by the regional director of the Department of Motor Vehicles that he had better accommodate the demand for renewals. Otherwise â€Å"heads would roll.† Questions: 1.  What is the maximum number of applications per hour that can be handled by the present configuration of the process? 2.  How many applications can be processed per hour if a second clerk is added to check for violations? 3.  If the second clerk could be added anywhere (and not necessarily to check for violations, as in (2)), what is the maximum number of application the process can handle? What is the new configuration? 4.  How would you suggest modifying the process in order to accommodate 120 applications per hour? What is the cost per application of this new configuration?

How Do You Prove Air Has Volume

Air, and how it behaves and moves, is  important to understanding the basic processes that lead to weather. But because air (and the atmosphere) is invisible, it can be hard to think of it as having properties like mass, volume, and pressure—or even being there at all! These simple activities and demos will help you prove that air indeed has volume (takes up space). Air Volume Demonstrations Difficulty: Easy Time Required: Under 5 minutes Activity 1: Underwater Air Bubbles Materials: A small (5-gallon) fish tank or other large containerA juice or shot glassTap water Procedure: Fill the tank or large container about 2/3 full of water. Invert the drinking glass and push it straight down into the water.Ask, What do you see inside the glass? (Answer: water, and air trapped at the top)Now, slightly tip the glass to allow a bubble of air to escape and float to the surface of the water.Ask, Why does this happen? (Answer: The air bubbles prove there is air that has volume within the glass. The air, as it moves out of the glass, is replaced by the water proving air takes up space.) Activity 2: Air Balloons Materials: a deflated balloona 1-liter soda bottle (with label removed) Procedure: Lower the deflated balloon into the neck of the bottle. Stretch the open end of the balloon over the mouth of the bottle.Ask, What do you think will happen to the balloon if you tried to inflate it like this (inside the bottle)? Will the balloon inflate until it presses against the sides of the bottle? Will it pop?Next, put your mouth on the bottle and try to blow up the balloon.Discuss why the balloon does nothing. (Answer: To start with, the bottle was full of air. Since air takes up space, youre unable to blow up the balloon because the air trapped inside the bottle keeps it from inflating.) Alternate Example Another very simple way to demonstrate that air takes up space? Take a balloon or brown paper lunch bag. Ask: Whats inside of it? Then blow into the bag and hold your hand tight around the top of it. Ask: Whats in the bag now? (Answer: air) Conclusions Air is made up of a variety of gases. And although you cant see it, the above activities have helped us prove that it has weight, albeit not much weight—air just isnt very dense! Anything with a weight also has mass, and by the laws of physics, when something has mass it also takes up space.     Source Teach Engineering: Curriculum for K-12 Teachers. Air – Is It Really There?

Questions On Open Door Policy - 1466 Words

1. Open Door Policy (late 19th and early 20th century) This policy stated that any country could trade with China at its ports. It ended after Japan gave China its 29 demands. 2. Samuel â€Å"Golden Rule† Jones (1846-1904) He was the mayor of Toledo and implemented many reform laws in Toledo; an example would be a park system with a playground. 3. Henry Cabot Lodge (May 12, 1850- November 9, 1924) He was a senator of Massachusetts and wanted the United States to join the League of Nations, but Wilson blocked it. He also wanted African Americans to have equal voting rights, but he wanted to implement immigration restrictions. He was a Reservationist. 4. â€Å"Black Jack† Pershing (September 13, 1860- July 15, 1948) He was a general of the†¦show more content†¦Europe mostly focused on Africa, while the United States focused on the Caribbean and the Pacific. 8. Insular Cases (1901) They were based of on the territories that the United States gained from the Spanish-American War. They stated that not all of the rights given to American citizens applied to some territories, but Alaska and Hawaii received them. 9. Big Stick Diplomacy (1902) President Roosevelt used this diplomacy. He was describing his foreign policy. He meant that there should be peaceful compromises, but that America should still have the upper hand. 10. Anthracite Coal Strike (October 3, 1902) It took place in Pennsylvania, where the miners were protesting the long hours, low pay, and low value. In the end the government had to step in to stop the protests. The company did give the miners higher wages and fewer work hours, but didn’t recognize the union. 11. Hay-Buneau-Varilla Treaty (November 18, 1903) It was signed by Panama and the United States to start the construction of the Panama Canal. 12. Northern Securities Case (1904) This was Roosevelt’s first anti-monopoly case. Here the court ruled in favor of the government and the railroad monopoly was dissolved. 13. Roosevelt Corollary (1904) This was the addition to the Monroe Doctrine, which Roosevelt added. It stated that if a European country invaded any country on the western hemisphere, then the